HUMAN RESOURCE DEVELOPMENT POLICY

TO

ADD VALUE

TO

PAKISTAN RAILWAYS AND ITS EMPLOYEES

BY

MAQSOOD AHMAD KHAN DIRECTOR GENERAL

JANUARY 2009

PAKISTAN RAILWAY ACADEMYLAHORE

1

HUMAN RESOURCE DEVELOPMENT POLICY

TO ADD VALUE TO THE PAKISTAN RAILWAYS AND ITS EMPLOYEES

I. HUMAN RESOURCE DEVELOPMENT

Human Resource Development is the framework for helping employees

of an organization to develop their personal and organizational skills,

knowledge, and abilities. It includes such opportunities as employee’s

training, career development, performance management, key employee

identification, and organizational development. For optimum productivity

of the resources in an organization it is necessary to maximize the

productivity of physical output, financial results, information / knowledge

and human resources.

The objective of Human Resource Development is to improve the

performance of an organization by maximizing the efficiency and

performance of its people; to develop the knowledge and skills; actions

and standards; motivation, incentives, attitudes and work environment.

Human Resource Development includes managing and operating

organization, production, management, marketing, sales, research &

development. More the people of an organization are sufficiently

motivated, trained, informed, managed, utilized properly and empowered,

the more productive the organization would be. Human Resource

Development includes the areas of training and development, career

development and organizational development.

2. HUMAN RESOURCES

Modern analysis emphasizes that human beings are not "commodities" or

"resources", but are creative and social beings in a productive enterprise.

The objective of Human Resources is to maximize the return on

investment from the organization's human capital and minimize financial

risk. It is the responsibility of human resource managers to conduct these

activities in an effective, legal, fair, and consistent manner.

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3. HUMAN RESOURCE DEVELOPMENT AND PAKISTAN RAILWAYS

Pakistan Railways is a multi-disciplined organization which has following

Mission Statement

‘To provide a Competitive, Safe, Reliable, Market Oriented, Efficient and Environment Friendly Mode of Transport’

According to the Organization Manual; Civil Engineering, Mechanical

Engineering and Traffic / Commercial Departments are the main services

which are eligible for all positions, not only belonging to their own

respective disciplines, but also for all the general cadre positions i.e., the

positions which are not exclusively confined to a particular discipline

such as Divisional Superintendents etc; and they can reach right upto the

top slot of General Manager-ship. Other disciplines, though equally

important for the railway system, can reach upto the chief-ship of their

department only.

Presently, there is no expressed Career Planning Policy of Railways

Officers, which could afford judicious / equal opportunities to all. The

promotion of officers is essentially to be in their own cadre with

minimum length of service required and their performance evaluation, on

the availability of positions, which normally, fall vacant due to retirement

of senior officers on superannuation. The availability of top slots depends

upon the quantitative strength of a cadre or on the development projects.

The 3-tier organizational structure of Pakistan Railways’ operation has

been working since long; and with the exception of changing the

nomenclature of certain positions in administrative hierarchy, the basic

tiers of organization remained intact along with the nature of functions

being performed by these i.e. Policy Making by the Ministry of

Railways / Railway Board whereas the implementation of these policies at

the Railway Headquarters and the Divisional level.

Following are the major disciplines which help execution of Pakistan 3

Railways operations and provide allied services.

Civil Engineering Mechanical Engineering Transportation (Traffic) & Commercial Electrical Engineering Signalling and Telecommunication Stores and Purchase General Administration Medical Information Technology/MIS Publicity Litigation

In addition, Finance & Accounts and Police services are also there to help

running the affairs of Pakistan Railways.

Pakistan Railways has, on its roll, a Sanctioned Strength of about + / - 90

thousand employees and < 1000 officers (BS-17 to BS-21), of all

categories, according to ‘Rightsizing of the Year 2003.’

Mechanical Engineering Department with the strength of 131 officers is

the most populated operational cadre of Pakistan Railways. Civil

Engineering Department with a strength of 130 officers stands at number

2 whereas Traffic & Commercial Group with strength of 88 officers is

placed at number 3 position. General Administration Cadre has 62 posts

including the Divisional Superintendents and Personnel Officers. Apart

from Medical Department, with the strength of 176, all other

departments / cadres are less in strength as compared to what mentioned

above.

In Pakistan Railways, there is no separate Human Resource Development

Department to function in line with what explained earlier. However, this

function, to some extent, in the conventional manner in line with the

Manuals and existing Rules and Regulations, is being performed by the

Personnel Branch Department which is briefly explained below.

4. PERSONNEL BRANCH OF PAKISTAN RAILWAYS

Presently, all the transfers and postings of the officers of different 4

branches is notified by the Personnel Branch. As per procedure in vogue,

the concerned Executive Officers move the proposal for transfer or

posting of railway officers against the vacancies either at the initiation of

the case by the Personnel Branch or at their own. These cases are finally

approved by the General Manager for implementation (upto BS-18) or for

forwarding to the Ministry of Railways (For BS-19).

Transfer and posting of BS-20 / BS-21 officers is by the Ministry of

Railways.

Further, the role of Human Resource Development is also being

performed by the Personnel Branch of Pakistan Railways.

5. MAJOR FUNCTIONS OF THE PERSONNEL BRANCH

As expressed by the branch, following are the major functions which they

are performing currently.

Maintenance of service record of Railway officials controlled by the Headquarters office only

The record of the officers is maintained by the Ministry of Railways

Recruitment of officials from Grade 11 to Grade 15

< Grade 11 by the Divisional Authorities; and > Grade 15 by the Ministry of Railways / Federal Public Service Commission

Promotion of officials from Grade 11 to Grade 16

Transfer / posting of Railways officers / officials upto Grade 18 controlled by the Headquarters office

Process and finalize the settlement cases of retired Railway officials whole fall under the control of the Headquarters Office

Coordination with Railway Divisions and Ministry of Railways on all the service matters of Railway Officers / Officials

Redressal of grievances of ‘in service’ and ‘retired’ Railway officials

Contest cases filed by the Railway petitioners in Federal Services Tribunal (FST), Labour Courts, Civil and Superior Courts in coordination with Legal Affairs Department of Pakistan Railways

Convening the Staff Benefit Fund Meetings, for the grant of funds to the needy and ailing Railway servants

Right-sizing of Railway officials as and when required

5. OBJECTIVES OF PERSONNEL BRANCH 5

To streamline the above functions in the light of Policy Guidelines

received through the relevant directives of the Ministry of Railways,

Rules provided in Establishment Code and Personnel Manual, in the

legitimate interest of Railways officials and Railway Department.

6 THE ACTION PLAN 2003 TO 2007 OF P- BRANCH

According to a prescribed Action Plan for the years 2003-2007, the

following jobs were taken in hand in different areas by the Personnel

Branch and were actualized with the exception of certain gaps here and

there.

Recruitment

Year Category Recruited

Basic Scale Number Recruited Remarks

2003 - - -2004 Sub Engineer

Assistant Chemist

1111

2905

2005 Sub EngineerLitigation Assistants

1111

1539

2006 - - -2007 Sub Engineer

Steno typistStenographerKey Punch Operators SCOPara Medical Staff

1112151214

Different

2875516201325

Partly Under Process

Promotions

Year Category Promoted From No BS-11to BS-15 BS-16 to 17 and BS-17 to 18

2003 409 109 5182004 445 97 5422005 414 65 4792006 322 71 3932007 349 76 425

Staff Benefit Fund

Year No. of Applicants Amount PaidRs.

2003-04 433 9,28,1092004-05 1293 48,45,2602005-06 807 50,98,540

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2006-07

Redressal of Grievances

No. of Complaints Received No. of Complaints Addressed Pending

744 441 303

Settlement Cases

Year No. of Railway Officers Retired

No. of Cases Finalized Pending

2003 45 45 -2004 24 24 -2005 25 25 -2006 50 45 52007 43 26 17

While reviewing the role and performance of this Branch, following

observations and feedback were made / received.

Non-Computerization of Service Record at Divisional and Headquarters level

Shortage of qualified and trained staff

Non-availability or less availability of equipment like Computers, Scanners, Printers, Net Working, Photo Copiers, sufficient stationery etc.

Less coordination between the Headquarters and Divisions in streamlining the functional tasks

Inadequate documentation of Service Record, Service Books, Leave Accounts, Annual Confidential Reports (ACRs) etc., adversely affecting the finalization of promotion and settlement cases

Absence of well defined Recruitment Policy and well designed Recruitment System

Lack of accountability of culprits and non-availability of incentives for the good officials

Go slow techniques in finalizing inquiries and disciplinary action resulting into undesired litigation

To attend to the weak areas pointed out by the ones who directly or indirectly interact with the P- Branch, can be the part of policy of Human Resource Development of Pakistan Railways

7. OTHER HRD AREAS OF PAKISTAN RAILWAYS

Further, what the Personnel Branch is doing, there are other aspects which

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directly relate to the Human Resource Development in Pakistan Railways and

have briefly been touched below.

8. RECRUITMENT

Following are the recruitment procedures of officers and non – officers staff on

Pakistan Railways.

.

8.1 RECRUITMENT OF OFFICERS

In Basic Pay Scales (BPS) -17, almost 80% of the posts are filled through

direct recruitment and the remaining 20% posts are filled through

promotion from BPS-16 officials based on a policy of ‘Seniority-cum-

Fitness’, after qualifying a Promotion Course ( P – 71) at Pakistan

Railways Academy.

The direct recruitment of Traffic & Commercial officers in BPS – 17 is

through the Central Superior Services (CSS), a competitive examination

conducted by the Federal Public Service Commission. The candidates

who qualify this examination are allocated to occupational groups

including Pakistan Railways as Probationary Officers and undergo a

Common Training Programme (CTP) at Civil Services Academy, Walton,

Lahore for about 6 to 10 months. During this training they are exposed to

the basic administrative skill; and variety of subjects of national

importance to help play their role as government functionaries.

After successful completion of this training they are directed to the respective

departments for Specialized Training Programme (STP). In case of

Traffic & Commercial Group they are directed to the Pakistan Railways

Academy where they are exposed to subjects directly related to Railway

Operations, Railway Commercial Working and other subjects related to

Railway Working in general. After qualifying, they are assessed, once

again, by the Federal Public Commission and they appear in the Final

Passing Out (FPO) Examination, which has to be qualified before

becoming an officer of Pakistan Railways.

However, the officers of other disciplines though also selected through the

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Federal Public Service Commission, do not undergo any combined

training, but are directly sent to the Pakistan Railway Academy for Pre-

service Technical Training in their respective discipline and other subjects

related to general working of the Railways.

8.2 RECRUITMENT OF STAFF OTHER THAN OFFICERS

According to an extract from the ‘Walton Training School Prospectus And Rules

Governing Recruitments, Admission And Training Of Staff’ they are generally

selected in accordance with the procedure given below.

Rules Governing Recruitment And Training of New Recruits to Railway Service

1. Candidates for recruitment to be trained in this school, for any one of the following groups, are advertised for in the Public Press; brief particulars applicable to each category are set forth below:--

(i) The Station Masters Group, i.e., Signallers, Assistant Station Masters and Station Masters. -- Normally advertised once a year in July for the course commencing mid-September.

(ii) The Commercial Group, i.e., Goods, Booking, Luggage and Parcel Clerks. -- Normally advertised twice a year. First in July for the course commencing mid-September, and then in December for the course commencing mid-February.

(iii) Relief Clerks (Train Clerks and Ticket Collectors). -- Normally advertised for twice a year, viz., in July and February.

(iv) Probationary Guards. -- Normally advertised for, once a year in October.

(v) Boy Fireman. -- Advertised for, as required, from time to time.

(vi) Permanent-way Apprentices and Apprentice Assistant Inspectors of Works and Inspectors of Works. -- Advertised for, as required, from time to time.

(vii) Assistant Canvassers. -- Normally advertised for, once a year in May.

(viii) Special Ticket Examiners and Ticket Collectors. -- Advertised for, as required, from time to time.

The above are the extracts from the Prospects which normally hold goods. However, over the period more categories have been added to this list and the schedules are also not strictly followed .

9. WELFARE ACTIVITIES OF PAKISTAN RAILWAY

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In line with the defined parameters of Human Resource Development,

Pakistan Railways also undertakes welfare activities for the betterment of

its employees which have been briefly explained below.

9.1 MEDICAL FACILITIES

Medical Department of Pakistan Railways has 172 Doctors on its role headed

by a Chief Medical and Health Officer under the control of newly created

position of General Manager / Welfare & Training.

Pakistan Railways Medical Officers provide service to the following.

Serving Employees 94,526Retired Employees 1,27,600Families of both Serving and Retired Employees 9,20,97,000

Following are the Medical Facilities available on Pakistan Railways

Major Hospitals 8Dispensaries 57Child Welfare and Community Health Centers 35No. of Patients treated in the OPD during 2006-07 699,145No. of Patients treated indoor and OPD during 2006-07 14826

Pakistan Railways Medical Department is on the way to up-grade the

facilities in Cairns Hospital, Lahore and Hasan Hospital, Karachi. PR

Medical Branch is up grading the existing medical facilities through

public private partnership.

9.2 EDUCATIONAL FACILITIES ON PAKISTAN RAILWAYS

Pakistan Railways has been providing education facilities to its employees

since long. However, a separate Directorate of Education was established

on 15-08-2005 to deal with the affairs of Railway schools, which now

works under the supervision of General Manager (Welfare and Training).

Pakistan Railways Educational Institutions

Pakistan Railways is managing following educational institutions on its

system.1. PR Boys Axis College, Lahore2. PR Girls Axis College, Lahore3. PR Lady Griffin Girls College, Lahore

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4. PR Girls College, Moghalpura, Lahore5. PR St Andrews Girls High School, Lahore.6. PR Lady Griffin Girls High School, Lahore7. PR Boys High School, Lahore8. PR Girls High School, Mayo Gardens, Lahore9. PR Girls High School, Moghalpura, Lahore10. PR Boys High School, Moghalpura, Lahore11. PR Girls High School, Khanewal12. PR Girls High School, Samasata13. PR Boys High School, Samasata14. PR Boys High School, Sukkur15. PR Girls High School, Sukkur16. PR Girls High School, Rohri17. PR Boys High School, Kotri18. PR Boys High School, Marshalling Yard, Pipri19. PR Boys High School, Karachi Cantt20. PR Girls High School, Karachi Cantt21. PR Girls Primary School, Faisalabad

Pakistan Railways is giving importance to improve the standard of these

educational institutions and add value.

9.3 SPORTS

Pakistan Railways has an independent Sports Boards which pursues a policy

to produce sportspersons of National and International level to bring good

name to the department and create a healthy environment. Accordingly

Pakistan Railways Sports Board endeavors to groom and train players of a

large number of games. The Board works under the Patronage of the

Chairman Railways and the General Manager acts as President.

Moreover, Honorary Vice President, Honorary Secretary, Sports Officer

and other members of the staff perform different duties.

The Railway Teams participate in almost all the National Championship /

High Ranking Tournaments held by different Federations of Sports in the

country with distinction in different disciplines of sports. Pakistan

Railway Players / Officials also represent Pakistan in international events.

Pakistan Railway Players / Teams won the following Medals from

January, 2006 to June, 2007

Internationally 1 Gold 1 BronzeNational Games 2007 15 Gold 34 Silver 40 BronzeNational Championship 11 Gold 11 Silver 32 BronzeRanking Tournaments 3 Gold 9 Silver 12 Bronze

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9.4 GROUP TERMS INSURANCE SCHEME

The Group Terms Insurance Scheme (Welfare Fund) was introduced in 1969

to provide insurance coverage to the Pakistan Railway employees who die

while in service. No deduction towards insurance premium is recovered

from the Railway’s employees working in BS 1- 15 and the financial

burden to the tune of RS.17.148 million on this account was borne by

Railways administration during the year, 2006-2007. As well as payment

of RS.0.356 million was arranged by the office out of contribution of the

officers of BS-16 and above.

9.5 BENEVOLENT FUND SCHEME

The Benevolent Fund Scheme was introduced on 1-7-1969 for the benefit of

invalided servants as well as for the heirs of the deceased Railway

Employees who die while in service or before attaining the age of 70

years (in the case of retired or ex-employees). They are paid grant out of

Benevolent Fund according to the various pay slabs (minimum Rs.270

and maximum Rs.1620 per month) for life time or the date of remarriage

of the widow. In addition, burial expenses, at uniform rate of Rs.3000, are

also paid to the Railway employees who die during service.

Monthly contribution towards Benevolent Fund by the regular Railway

Servants is being recovered from their salary bills as under.

Employees in BS 1 to 16

3 % of pay with a maximum ceiling of RS.200 per month

Employees in BS 17 to 22

4 % of pay with a maximum ceiling of Rs.300 per month

During the year 2006-07, a sum of Rs.122.046 million was paid to the

beneficiaries towards monthly grants out of Benevolent Fund. These

grants are met with the monthly contribution by Railway Employees as

well as profit on investments, rented from a plot at Sukkur and Pakistan

Railways Servants Benevolent Fund Building, Lahore.

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9.6 STAFF BENEFIT FUND

Staff Benefit Fund is maintained for running welfare schemes. This fund

is financed through General Revenue, Forfeited Provident Fund, Bonuses

and Fines etc., and no contribution is received from the employees for this

fund. This fund is managed by the Headquarters Staff Benefit Fund

Committee and Divisional Committees of representatives of

administration and workers. An amount of Rs. 8.3 Millions was generated

during 2005-06 and 2006-07 for this fund. The fund was spent on the

following welfare activities.

Rs.

a Grant to distressed employees 2547,120b Grant to TB, cancer, heart patients etc 310,000c Award of sewing machines to the widows of employees who

died during service 252,000

d Cash Award to the children of the railway employees who learn the Holy Quran by heart 488,000

e Merit Scholarships 129,000f Subsidy for purchase of text books for the sons / daughters of

railway employees studying in the post graduate classes 168,000

g Grant for railway industrial / vocational schools 560,000h Grant to PR Boy Scouts Association 10,000

9.6 RAILWAY EMPLOYEE’S CO-OPERATIVE CREDIT SOCIETY

During July 2006 to June, 2007, the Pakistan Railway Employees Co-

Operative Credit Society, Ltd, Lahore entertained 6140 applications for

loan; and advanced a sum of Rs.70.09 millions to Railway Employees.

The society carries out its normal business with care and financial

prudence. It assists the Railway Employees to meet with their financial

commitments.

9.7 FREE AND PRIVILEGE PASSES TO RAILWAY EMPLOYEES AND THEIR DEPENDENTS

The Railway Employees and their dependents during service as well after

retirement are provided Privilege Passes, free of cost or Privilege Ticket

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Orders, after a part payment of the fare as laid down in the Rules to travel

in the trains.

10. DIRECTORATE OF LEGAL AFFAIRS

The Directorate of Legal Affairs is an independent legal wing of Pakistan

Railways to provide legal services to the organization at all levels. The

directorate is headed by Director of BS-20 engaged on contract basis and is

always a lawyer by profession. He is assisted by a Deputy Director, a Law

Officer and other legal staff. The Directorate:

Supervises the legal matters on the entire network concerning land, property and marketing

Keeps a liaison with superior courts as well as manages and resolve the litigation issues

Vets agreements,

Coordinates and provides compensation to the persons who sustain injuries or die in railway accidents, according to the rules and regulation governing the same.

Tries to minimal litigation

Coordinates with other railway departments and provides legal guidance and assistance

11. MANAGEMENT SERVICES CELL

The Management Service Cell earlier known as Organization and Method

Cell was initially set up on Pakistan Railways in November, 1964 to do

away bottlenecks / delays; ensure better utilization of manpower and

cutting down unnecessary expenditure. This cell is also responsible for

scrutiny of all proposals for creation of new posts, extension of temporary

posts, transfer of posts from one cost centre / unit to another cost centre /

unit, placement of temporary posts on permanent footings, filling up of

vacant posts and conversion of posts etc.

The recommendations made by this cell are normally examined by a

committee of Senior Officer of Finance, M.S. Cell and the representatives

14

of concerned department to accept or reject the same. A proper follow up

and periodical reviews of the recommendations accepted by the

committee is made to ensure implementation.

As a result of an exercise, ‘Restructuring and Rightsizing’ of Pakistan

Railways was finalized during March 2003, and a document entitled

‘Restructuring and Rightsizing March, 2003’, was issued containing

revised sanctioned strength of each unit for reference and record.

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POLICY RECOMMENDATIONS

Dealing with employees of any organization may be a dream or a nightmare depending

upon the management of the HRD functions. Once an organization develops its HR

strategy, management should create Human Resources Policies and Procedures Manual,

detailing organization values, hiring procedures, compensation and benefits, employee

rules and regulations, disciplinary procedures, termination procedures, etc., for use by

the managers at all levels.

The important thing is not to ignore the creation of solid HRM policies and procedures

until it is too late and the organization involved in situations and raises issues and

problems which become difficult to resolve and solve at later stages.

In the preceding pages, Pakistan Railways has been looked at from the Human Resource

Development perspective; and noticing the inadequacies, here and there, some Policy

Recommendations have been made to improve it further. To add values to the

department the best use of the limited resources including Human Resources to

maximize its output and improve image as expressed Mission Statement has to be made

MISSION STATEMENT

According to its Mission Statement, Pakistan Railways has to provide a Mode of

Transport which is:

Competitive Safe Reliable Market Oriented Efficient and Environmental Friendly

This statement which is quite ideal, for its actualization, should be the target to be

Achieved for all its members including officers and staff. For this purpose even

publication of a brief Manual for every body should be made basic document for all to

keep it always with them.

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MANAGEMENT SERVICE CELL

The Management Service Cell has been assigned very important assignment to

continuously review the organization to keep the human resource strength on the

basis as is required rather than what is available.

This Cell should also be made the part of Human Resource Development

Department to make best use of it.

.WORKING ENVIRONMENT

Railway is considered to be an environment friendly mode of transport. However,

the working environment of Pakistan Railways, especially of its offices at the

staff level; and ultimate public service provider units like booking, parcel and

goods offices, way side stations, common passenger facilities, including

cleanliness etc., lack the same which tarnish the image of the organization. In this

regard, Pakistan Railways needs complete overhaul and requires its face lifting

modestly but close to the outlook of surrounding corporate culture of similar

Market Oriented organizations.

HRD DEPARTMENT

Presently, the Personnel Branch of Pakistan Railways is functioning as the

Human Resource Development Department within its limited sphere, resources

and scope. Without overemphasizing the importance of HRD, Pakistan Railways

should have an HRD Department fully backed by an IT based MIS to ensure

overcome issues and problems as mentioned earlier and make the human as the

most productive source. Therefore, an HRD department should be established

under the umbrella of the newly created position of General Manager (Welfare &

Training) to play its role effectively in the larger interest of the organization.

TRAINING OF OFFICERS OTHER THAN OCCUPATIONAL GROUP 17

The officers of the Occupational Group allocated to Pakistan Railways (Traffic &

Commercial) undergo 6 – 10 months Common Training at Civil Services Academy

where they are exposed to basic administrative training and other public service

environment which the officers of other disciplines joining Pakistan Railways lack.

To bring them on the equal footing of their counterparts, they should also be

provided a short course on the similar line at Pakistan Railways Training Institution

or at any other reckoned institution in this field.

LEGAL DIRECTORATE

Pakistan Railways is a multidiscipline department having a workforce of + / - 90000

persons, faced with multifarious problems, issues and disputes to be solved and

resolved. As against the agency to deal the same i.e., the Legal Directorate is not as

equipped as it ought to be. Therefore, PR is suffering heavily on this front, in

addition to dissatisfaction and frustration in its workforce. Therefore, there is every

need to strengthen the legal set up to meet with the challenges of increasing trend of

litigation and contract regime due to public private partnership.

ENGAGEMENT OF FINANCIAL EXPERTS

The Railway Employee’s Co-Operative Credit Society, Benevolent Fund Scheme

and Staff Benefit Fund are Pakistan Railways’ schemes and organizations which

generate or deal with funds for the welfare of its employees. However, on their panel

they lack the expertise dealing with the investments plans and bank on the

conventional methods. In view of the importance and magnitude of the funds, the

services of the professional financial advisors should be hired for better generation of

funds for the welfare of the railway employees.

INSURANCE POLICY

The present Group Terms Insurance Scheme though compensates the employees but

in no way can be considered sufficient enough in the today’s world to meet with the 18

financial requirements in a respectable manner. Instead, the Pakistan Railways

should consider a proper Insurance Scheme with a Life Insurance Company, partly

sharing the premium with the employees and the officers.

MEDICAL AND EDUCATION POLICY

Pakistan Railways has an elaborate medical structure but as per feedback, PR does

not have a sustainable policy towards this facility which, continuously create a

feeling of distress and unrest amongst the employees. Same is the case with

education facilities; that, inspite of having a huge infrastructure, the number of

dependent sons and daughters of Railway Employees is quite low to avail this

facility.

These two facilities coupled with other facilities provided by Pakistan Railways can

considerably boost the morale of the employees of this organization; if exploited

effectively. Therefore, Pakistan Railways should reframe its policy towards this end

and reap the best results accordingly.

RECRUITMENT POLICY OF STAFF

As noticed and feedback received, the recruitment policy of the staff suffers from

some inherent defects.

The recruitment is not regular and planned in accordance with the requirement and fallen vacancies

The selections are held and subsequently cancelled

Intermittent bans on recruitment are not very uncommon for political reasons

Corruption is also referred to while recruitments are made.

The result is non-availability of right type of workforce at right time, hence

adversely affecting the organization on this account alone.

A dispassionate Recruitment Policy, purely on the need basis and on time, is the

only solutions to this serious problem; otherwise the railway operations are likely

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to be halted for want of right type of work force.

EQUAL / JUDICIOUS OPPORTUNITIES

At present there are 2 posts of BS-21 for the Civil Engineers, 2 for Mechanical

Engineers, 0 for the Traffic & Commercial officers and none for others. The

chances of horizontal posting / vertical promotion for Civil and Mechanical

Engineers are comparatively more for having more quantitative strength; and a

number of development projects are operative to absorb the officers of these

branches. To quote a few, Track Rehabilitation, Doubling of Track, Track

Conversion etc., for Civil Engineers; and Rehabilitation, AVLB, High Capacity

Wagon Projects for Mechanical Engineers. However, there are no such projects

for the officers of Traffic and Commercial Group with the result that they remain

in the same grades for longer periods as compared to their colleagues in the

Railways as well as in the other occupational groups selected through CSS.

Same is the case with other departments of Railways.

This state of affairs, sometimes, gives rise to situations where junior officers (late

entrants in Grade-17) of one cadre become superior to the earlier entrants of other

cadres irrespective of their abilities and capabilities, only due to lack of

opportunities available. Therefore, the present state of affairs is a cause of

concern amongst the affected ones. The judicious policy, in such situations,

would be to promote the officers / staff, in the next grade, on the completion of

length of service required for promotion, even by up-grading the same position to

the next higher grade / scale / without disturbing the organizational structure; and

fulfilling other conditions, required for this purpose.

TRAINING OPPORTUNITIES FOR ALL

The training offers a way of developing skills, enhancing productivity and quality

of work, building employees’ loyalty to the organization, increasing individual

and organizational performance to achieve targeted results. 20

Training is widely accepted as an employees’ benefit and a method of improving

their morale, and enhancing their skills which are imperative and key to business

growth.

The requirement for training becomes beneficial for the employees and the

organization for the reasons like increasing complexity of the working

environment, rapid organizational and technological changes and growing job

requirement for new knowledge and skills.

In case of Pakistan Railways, most of the opportunities of training, especially of

specialized training abroad, are availed by the officers belonging to technical

cadres. These become available through sponsorships as part of technology

transfer and assistance, where specific man-days of training are part of the

procurement of material and technology. Whereas the officers of non-engineering

branches are restricted to the mandatory training courses like NIPA, Staff College

( NMC), NDC ( NDU) etc., on their turn; or sometime local training offered by

local Management Institutes or windfall opportunities as are being offered by the

Government of Pakistan under Public Sector Capacity Building Project (PSCBP)

or through open competition offered by Higher Education Commission (HEC).

In this regard it is suggested that in view of the importance of training in

achieving the objectives discussed earlier, all the disciplines, including medical,

should be given equal and judicious opportunities for higher, specialized, post

graduate, M.Phil, Ph. Ds level training in their respective disciplines, both at

home and abroad, even on PR’s expenses, to keep them updated and play their

role effectively.

Moreover the only training institute (Pakistan Railways Academy) exists for

training Railway staff and officers, should be upgraded to the level of a college,

like Indian Railways, before it is converted into a university, a subject, much

talked about in the Railways.

UTILIZATION OF OFFICERS ON DIFFERENT POSITIONS / LOCATIONS 21

Career Planning is an integral part of Human Resource Development /

Management; and its importance is recognized both in Public and Private

Organizations “Right man for the right job” is the most important principle of all

the successful organizations in the world. This objective can be achieved either

by grooming an employee to be universally acceptable for most of the positions;

or completely specializing him in a particular field with opportunities to allow

him grow vertically.

Presently, there are no facilities available on Pakistan Railways for Human

Resource Development. However, the management part is partly being handled

by the Personnel Branch both at the Headquarters and Divisional level separately,

in coordination with the concerned executives, normally ‘temporarily till further

orders’ ignoring even the tenure and other conditions.

Therefore, to achieve this objective, strict implementation of the policy in vogue

and principle of rotation should be adhered to. The officers and staff should be

given opportunities to work at various positions and locations i.e. in the field on

important Railway operating divisions (Lahore, Karachi, Quetta and Multan), on

development projects, staff positions at Headquarters and Railway Board /

Ministry.

INCENTIVE SCHEMES TO KEEP THE DIRECT OFFICERS WITH

PAKISTAN RAILWAYS

Due to gloomy prospects of promotion, low salary package and condition of work,

direct officers of almost all the disciplines, either do not join the service or they tend

to leave the job on the availability of better opportunities in the open market. It

would not be out of context to mention that the fresh Engineers are getting almost

(+ / -) Rs.40, 000/- PM, in the private sector in addition to other perks and privileges

whereas same are not attractive enough to keep / attract them in the Railways.

This is a grey area and needs coluring.22

OBJECTIVE PERFORMANCE EVALUATION REPORTS.

Performance Evaluation Reports (PERs) should be written as objectively as possible,

even by changing the present format as outlined by the Establishment Division, for

an operating department like Railways.. Therefore, the PERs should be redesigned on

the basis of quantifiable criteria to make these as objective as possible.

PROMOTION IN OWN PAY SCALES

According to the Civil Servant Act 1973 there is no provision for promotion in own

pay scale. The promotion rules 8 & 8-A of the Act recognize Current Charge / Acting

Charge Promotion only, if the regular promotion is not possible for any reasons. But

in Railways, due to exigencies of service, officers are promoted in next grade with

salary of their substantive post. This state of affairs is resulting into lawsuits for

claiming back benefits which keep on piling up day by day; and ultimately are

referred to the Finance Division for decision. This is leading to litigation by the

officers / officials, whose cases for the back benefits, are not decided in their favour.

It is therefore suggested that promotion in own pay scale be avoided and if at all it is

inevitable, the pay of the officer be fixed at the stage in the next grade. This will help

boosting up the morale of those officers who keep on working in higher grades

without any financial benefits but also would minimize the litigation on this account.

COMPUTERIZED RECORD OF RAILWAY OFFICERS AND STAFF

To take full benefits of the information technology and better management of the

available officers and staff, a computerized data bank should be developed in the

Personnel Branch which is recommended to be developed as Human Resource

Development and Management Branch of Pakistan Railways to facilitate promotion,

postings, trainings and other allied matters, which can be made available through a

push button operation. The service record may include history of service,

appointments, transfers / postings, seniority, promotion prospects, Performance

Evaluation Reports, disciplinary actions, leave accounts, General Provident Fund,

Income Tax, post retirement details like pension, gratuity etc.23

The data bank thus created would facilitate the administration to make decisions

judiciously, quickly and effectively.

FORMATION OF RAILWAY MANAGEMENT SERVICE

Keeping in view the present day requirements, there is need for the establishment of

Railways Management Service, responsible for human resource development and

career planning. This service preferably should be manned by the officers of the

cadre who have the background of training in general administration.

RAILWAYS ENGINEERING SERVICE

Civil, Mechanical, Electrical, Signaling, Telecommunication, Store, Purchase

Departments of Pakistan Railways are manned mainly by the Graduate Engineers.

They are the back bone of the Railways and need attention more than what they are

drawing today The major steps includes provision of opportunities for higher

education (M. Phil, PhD) and higher specialized training, removal of anomalies

among themselves, special professional allowances, and up gradation of the under

privileged groups by raising their present positions to higher grades and scales.

REPRESENTATION OF JUNIOR STAFF TO THE OFFICERS GRADE

To give representation to the senior supervisors to the officer grade, for integration of

long field experience with management, they may be provided 40 % share for

promotion, after fulfilling the necessary requirements. This would also ease the

alarming situation, which, the PR is presently facing, to man the junior officers’

position for want of direct officers.

UP GRADATION OF CERTAIN POSITIONS - TO OPEN UP AVENUES TO

MOVE VERTICALLY

Certain positions in the Railways may be upgraded from the grade and salary point of

view to open up avenue for the cadres which are underprivileged and facing 24

difficulties for promotion in their own departments, to avoid any negative impact on

their productivity. This state of affairs is prevalent in cadres like Traffic) &

Commercial Group, Electrical Engineering, Signalling, Telecommunication, Stores,

Purchase and Medical.

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